Professional Documents
Culture Documents
Organizational Behavior
15th Edition
Motivation
Motivation Concepts
Concepts
Kelli J. Schutte
William Jewell College
Copyright 2014 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 15e
7-1
Intrinsic
Intrinsic Motivation
Motivation
Extrinsic
Extrinsic motivation
motivation
Extrinsic motivation comes from outside of the performer.
Money is the most obvious example, but coercion and
threat of punishment are also common extrinsic
motivations.
Defining
Defining Motivation
Motivation
The result of the interaction between the individual and the
situation.
The processes that account for an individuals
intensity, direction, and persistence of effort toward
attaining a goal specifically, an organizational goal.
Three key elements:
Intensity how hard a person tries
Direction effort that is channeled toward, and
consistent with, organizational goals
Persistence how long a person can maintain effort
7-5
Early
Early Theories
Theories of
of MotivationMotivation-
formulated
formulated in
in early
early 1950s
1950s
These early theories may not be valid, but they do form the
basis for contemporary theories and are still used by
practicing managers.
1.Maslows Hierarchy of Needs Theory
2.McGregors Theory X and Theory Y
3.Herzbergs Two-Factor Theory
4.McClellands Theory of Needs
7-6
1.
1. Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs
There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant.
Assumptions
Higher Order
Internal
Lower Order
External
Individuals cannot
move to the next
higher level until
all needs at the
current (lower)
level are satisfied
Must move in
hierarchical order
See E X H I B I T 7-1
See E X H I B I T 7-1
7-7
2.
2. McGregors
McGregors Theory
Theory XX and
and
Theory
YY
Theory
Two distinct views of human beings: Theory X
(basically negative) and Theory Y (positive).
Managers used a set of assumptions based on their view
The assumptions molded their behavior toward employees
3.
3. Herzbergs
Herzbergs Two-Factor
Two-Factor Theory
Theory
Also
Also called
called MOTIVATION-HYIENE
MOTIVATION-HYIENE
Key
Point: Satisfaction and dissatisfaction are not opposites
THEORY
THEORY
but separate constructs
Extrinsic and
Related to
Dissatisfaction
Intrinsic and
Related to
Satisfaction
If the Hygiene Factors are adequate , people will not be dissatisfied ; neither will they be satisfied
Criticisms
Criticisms of
of the
the Two-Factor
Two-Factor
Theory
Theory
Herzberg says that hygiene factors must be met to remove
dissatisfaction. If motivators are given, then satisfaction
can occur.
Herzberg is limited by his methodology
Participants had self-serving bias
7-10
4.
4. McClellands
McClellands Three
Three Needs
Needs
Theory
Theory
Need for Achievement (nAch)
The drive to excel, to achieve in relation to a set of
standards, to strive to succeed
7-11
Performance
Performance Predictions
Predictions for
for HighHighnAch
nAch People
People
7-12
Contemporary
Contemporary Theories
Theories of
of
Motivation
Motivation
1. Self-Determination Theory
2. Goal-Setting Theory
Management by Objectives (MBO)
Self-Efficacy Theory
Also known as Social Cognitive Theory or Social Learning
Theory
1. Reinforcement Theory
2. Equity Theory
3. Expectancy Theory
7-13
Cognitive
Cognitive Evaluation
Evaluation TheoryTheorySelf-determination
Self-determination Theory
Theory
Example :- Its strange , said Maria . I started work at the
Humane Society as a volunteer. I put in 15 hours per week
helping people adopt pets . And I loved coming to work , Then 3
months ago , they hired me full-time at Rs 50 an hour . Im doing
the same work I did before . BUT Im not finding it nearly as
much fun.
People prefer to feel they have control over their actions, so
anything that makes a previously enjoyed task feel more like an
obligation than a freely chosen activity will undermine
motivation.
1.
1. Self-Determination
Self-Determination Theory
Theory
Major Implications for Work Rewards
Intrinsic and extrinsic rewards are not independent
Extrinsic rewards may decrease intrinsic rewards
Goal setting is more effective in improving motivation
Verbal rewards increase intrinsic motivation; tangible rewards
reduce it
7-15
2.
2. Lockes
Lockes Goal-Setting
Goal-Setting Theory
Theory
Basic Premise:
That specific and difficult goals, with self-generated
feedback, lead to higher performance
Difficult Goals:
Implementation
Implementation of
of Goal-Setting:
Goal-Setting:
Management
Management by
by Objectives
Objectives
MBO is a systematic way to utilize goal-setting.
Goals must be:
Tangible
Verifiable
Measurable
Goal specificity
Participative decision making
Explicit time period
Performance feedback
See E X H I B I T 7-3
See E X H I B I T 7-3
7-17
Cascading
Cascading of
of Objectives
Objectives
3.
3. Banduras
Banduras Self-Efficacy
Self-Efficacy
Theory
Theory
Self-efficacy is an individuals belief that he or she is
capable of performing a task.
Higher efficacy is related to:
Greater confidence
Greater persistence in the face of difficulties
Better response to negative feedback (work harder)
Higher Performance
Higher Self-Set Goal
7-19
Increasing
Increasing Self-Efficacy
Self-Efficacy
Enactive mastery
Most important source of efficacy
Gaining relevant experience with task or job
Practice makes perfect
Vicarious modeling
Increasing confidence by watching others perform the task
Most effective when observer sees the model to be similar to himor herself
Verbal persuasion
Motivation through verbal conviction
Pygmalion and Galatea effects self-fulfilling prophecies
Arousal
Getting psyched up emotionally aroused to complete task
Can hurt performance if emotion is not a component of the task
7-20
4.
4. Reinforcement
Reinforcement Theory
Theory
Similar to goal-setting theory, but focused on a
behavioral approach rather than a cognitive one.
Behavior is environmentally caused
Thought (internal cognitive event) is not important
Feelings, attitudes, and expectations are ignored
7-21
5.
5. Adams
Adams Equity
Equity Theory
Theory
Employees compare their ratios of outcomes-to-inputs
of relevant others.
When ratios are equal: state of equity exists there is no
tension as the situation is considered fair
When ratios are unequal: tension exists due to unfairness
Underrewarded states cause anger
Overrewarded states cause guilt
7-22
Equity
Equity Theorys
Theorys Relevant
Relevant
Others
Others
There can be four referent comparisons:
SelfInside
The persons experience in a different job in the same
organization
SelfOutside
The persons experience in a different job in a different
organization
OtherInside
Another individual or group within the organization
OtherOutside
Another individual or group outside of the organization
7-23
Reactions
Reactions to
to Inequity
Inequity
Employee behaviors to create equity:
Paid by quality:
Overrewarded employees give higher quality
Underrewarded employees make more of low quality
7-24
Justice
Justice and
and Equity
Equity Theory
Theory
Overall perception
of what is fair in the
workplace.
7-25
Vrooms
Expectancy
Theory
Vrooms
Expectancy
Theory
The strength of a tendency to act in a certain way
depends on the strength of an expectation that the act
will be followed by a given outcome and on the
attractiveness of the outcome to the individual.
Example :- employees will be motivated to exert a high
level of effort when they believe it will lead to a good
performance appraisal ; that a good appraisal will lead to
organizational rewards such as bonuses , salary
increases , or promotions; and that the rewards will
satisfy the employees personal goals .
6.
6. Vrooms
Vrooms Expectancy
Expectancy Theory
Theory
Expectancy of
performance
success
Instrumentality
of success in
getting reward
Valuation of the
reward in
employees eyes
7-27
Integrating
Integrating Contemporary
Contemporary
Motivation
Motivation Theories
Theories
Summary
Summary and
and Managerial
Managerial
Implications
Implications
Need Theories (Maslow, Alderfer, McClelland,
Herzberg)
Well known, but not very good predictors of behavior
Goal-Setting Theory
While limited in scope, good predictor
Reinforcement Theory
Powerful predictor in many work areas
Equity Theory
Best known for research in organizational justice
Expectancy Theory
Good predictor of performance variables but shares many of
the assumptions as rational decision making
7-29